Exploring the Effects of Collaborations on Member Organizations: Washington Country’s Welfare-to-Work Partnership
Exploring the Effects of Collaborations on Member Organizations: Washington Country’s Welfare-to-Work Partnership
复制标题
探索合作对成员组织的影响：华盛顿州的福利与工作伙伴关系
DOI：
10.1177/0899764000291s005
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发表时间：
2000
影响因子：
2.8
通讯作者：
M. Stone
中科院分区：
文献类型：
--
作者：
M. Stone
通过一个案例研究，本文探讨了合作联盟的行为是否以及如何影响其非营利成员的战略行为的问题。然后，文章评估了现有战略制定模型在多大程度上适应了协作联盟的环境。研究发现，这种伙伴关系和其他地方伙伴关系增加了非营利组织决策环境的复杂性，对其战略方向产生了放大和连锁反应，并在一定程度上改变了对管理角色的看法。尽管有这些影响，但组织一级的战略规划没有考虑到这些伙伴关系的行动和决定。文章认为，传统的战略制定模型往往假设一个更加静态和非政治性的环境，而不是协作性联盟是该环境的重要组成部分。
Through a case study, this article explores the question of whether and how actions taken by a collaborative alliance influence the strategic behavior of its nonprofit members. The article then assesses how well the existing strategy formulation models accommodate an environment of collaborative alliances. The study finds that this and other local partnerships increased the complexity of the nonprofits’ decision-making environment; had amplifying and rippling effects on their strategic direction; and changed, to some degree, perceptions of managerial roles. Despite these effects, organization-level strategic planning did not take into account the actions and decisions of these partnerships. The article argues that traditional strategy formulation models often assume a more static and apolitical environment than is the case when collaborative alliances are a significant part of that environment.